ABSTRACT
The network approach seems to be a natural choice for managers. It is the framework within which the interaction takes place but it is also the result of the interaction. It interacts which means that nobody can change anything by himself; however, through successful interaction anything is possible. The network gives both restrictions and possibilities. The technical structure consists of specific dependencies between activities within and between activity cycles. Another type of technical dependency exists between activities and resources. The technical development can be in the form of product development but even more common are changes in the production process. The opportunities of entering into a network vary over time and are consequently an important strategic issue. Both the mobilization and the technical development processes are usually interwoven in product or process developments, and as a result power of endurance becomes a critical factor.
